Self-appraisals have been investigated from a number of perspectives. These include focusing on agreement between self-ratings and ratings from other sources, biases in self-ratings, and the effects of rater accuracy upon performance. Three general conclusionshave resulted from this work. First, self-ratings tend to be inflated, suffering from leniency and social desirability biases (e.g., Podsakoff & Organ, 1986). Second, self-ratings are less highly related to ratings by others (i.e., peers, supervisors, or subordinates) than peers', supervisors', and subordinates' ratings are with one another (Harris & Schaubroeck, 1988). Relatedly, self-ratings are also less accurate than ratings from peers or supervisors, when compared to objective criterion measures (e.g., Hough, Keyes, & Dunnette, 1983). Third, inaccurate self-raters (i,e., those with selfratings that differ greatly f o observer ratings) are poorer performers rm The authorswould like to thank three anonymousreviewersfortheir helpful comments on an earlier draft of this manuscript. Correspondence and requests for reprints should be addressed to Leanne Atwater, School of Management,SUNY-Binghamton, P.0. 6o00, Binghamton,NY 13902-6000. Box COPYRIGHT 0 1992 PERSONNEL PSYCHOLOGY.INC. PERSONNEL PSYCHOLOGY than their more accurate counterparts (e.g., Bass & Yammarino, 1991; Flocco, 1969). Self-Ratinp and Individual Characteristics These findings suggest that self-ratings are unreliable indicators of behavior. However, self-ratings
Personnel Psychology – Wiley
Published: Mar 1, 1992
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